1. Leadership Skill Sets For Change
WEST VIRGINIA INSTITUTE FOR 21ST CENTURY LEADERSHIP
STONEWALL JACKSON RESORT
NOVEMBER 2009

2. Change because you see the light, not because you feel the heat

3. My Experience With Change

4. Varsity Step Team

5. Create A Sense Of Urgency For Those Things That Matter Most

6. Every school is perfectly aligned for the results it gets

7. The Myth That Hard Work Will Get Us Where We Need To Be

8. Working Hard
The issue of hard work: most educators I have met work pretty hard, but are they working hard on the right things?
Consider the following…

10. Are You Scraping The Right Car?

11. Three Keys to Get Results
People
Strategy
Outcomes

12. Core Values and Beliefs
Elements of Change
People
Strategy
Outcomes
Results
Core Values and Beliefs

13. Are You Structured For Results?
Are you willing to challenge your own assumptions?
Do you recognize the factors that can negatively impact implementation?
Are you aware how much time it takes to institute change (stay the course)?
Are you addressing the real problem/challenge?

14. Are You Structured For Results?
Do you realize that some people will ignore you?
Do you have all the right information and data that support the change, and have you shared that? With whom?
Have you identified if the change is 1st or 2nd order?
Have you listened to the naysayers?

15. Are You Structured For Results?
Are you gradually building a community of support for the change (ownership)?
Do you have too many initiatives going on at the same time?

16. People

17. Resistance To Change

18. Know Your People
To get results with any change initiative you can’t do it alone. Structuring for results requires gaining support from your staff. Do you know your staff?

19. Engage the People What you can do: Recognize, recognize, recognize
When and wherever possible
Meet with one per day
Who has influence in your school?
The power of the one-on-one meeting
Five students per day
Call five parents per day
Include the Eeyores
Understand most people are with you “win or tie”

20. Maximizing Growth Panic Zone! Growth Zone Comfort Zone Purposeful
Change
Maximizing Growth
Panic Zone!
Growth Zone
Comfort
Zone
(The Status Quo)

21. Strategy

22. Strategy Insist on realism Too many people are trying to avoid reality
Reality can make life uncomfortable
Realism must be the goal of all conversations in your school
Harry Truman said…
Reality is the baseline for change
The “Nine Rs”

23. The “Five Whys:” Getting to Reality
The 5 Whys is a simple problem-solving technique that helps users to get to the root of the problem quickly
The 5 Whys strategy involves looking at any problem and asking: "Why?" and "What caused this problem?"
Very often, the answer to the first "why" will prompt another "why" and the answer to the second "why" will prompt another and so on; hence the name the 5 Whys strategy.
Benefits of the 5 Whys include:
It helps to quickly determine the root cause of a problem
It is easy to learn and apply

24. Identifying The Realities (5 Whys)
Communication
(2)
Too many initiatives
(1)
Time
(0)
Trust
(3)
Lack of Focus
(4)
From this process,
the results indicated:
Barriers = Lack of Focus & Trust
Excuses = Time

25. Outcomes

26. Outcomes Set Clear Goals and Priorities
Focus on a few that everyone can grasp
TPS-TIF Goals
Focusing on three priorities will yield the greatest results
Ask yourself, “if we do these three things really well, what might be the impact?”
Your strategic plan (127 pages or 1 page)
Focus on simplicity-principals who get results speak simply and directly

27. Are You Ready To Embrace Change? Consider The Following Questions:

28. When we are considering a change initiative keep in mind the Grief To Benefit Ratio

29. Make It A Front Burner Item
Grief To Benefit Ratio
Low
High
Benefit
Don’t Do It
Do It, But Be Strategic
Do It; It’s An
Easy Win
Make It A Front Burner Item
High
Grief
Low

30. Change with Purpose

31. Change without purpose is just rearranging the seats on the Titanic…the boat is still going down.

32. Sustainability and Resiliency

33. Sustainability Sustainability is inherently static
It presumes there’s a point at which we can maintain ourselves and the world, and once we find the right combination it allows us a measure of stability
First order change thinking
Sustainability is a brittle state
Is does not allow for unexpected and rapid change

34. Resiliency Resiliency
Accepts that change is inevitable and, in many cases, out of our hands
Focusing on the need to be able to withstand the unexpected

35. Sustainability and Resiliency
Sustainability is all about survival
Resiliency is all about being able to overcome the unexpected

36. The Knowing-Doing Gap

38. Flexibility and Adaptability The Reindeer Story